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Deloitte’s Insights for C-suite executives and board members provide information and resources to help address the challenges of managing risk for both value creation and protection, as well as increasing compliance requirements.

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Deloitte Views & Analysis

Treasurers clearly have strong mandates to be strategic, with more than 70% of respondents to a recent survey citing mandates from their CFOs in areas including liquidity risk management, efficient capital-markets access and risk management, according to the “2015 Global Corporate Treasury Survey” from Deloitte & Touche LLP. But significant challenges persist for treasurers, such as cyberthreats and navigating emerging markets.

With aggregate U.S. private-sector defined benefit pension plan assets exceeding $3 trillion, more plan sponsors are choosing to shift the liability off their balance sheets by offering voluntary lump-sum payments to pension participants or transferring defined benefit risk to an insurer through an annuity buyout—actions some call “derisking pension plans.” Learn what to consider when contemplating pension plan derisking.

Effective transfer pricing programs may increase both tax efficiency and cash for repatriation or investment, while improper allocations have the potential to artificially inflate revenue and cash balances. The integration of strategic transfer pricing, tax and treasury can help organizations manage taxes and address treasury and cash management considerations. It may also result in a more efficient business model at the global level.

Deloitte Insights for CFOs

Decisions pertaining to people are among the hardest tasks confronting new or incoming executives. Often, new executives look back on the first year in their new roles and cite moving too slowly to resolve talent issues as their biggest regret, says Dr. Ajit Kambil, global research director for Deloitte’s CFO program. He discusses talent strategies related to reducing the time lost in trying to “rescue” key staff and the importance of knowing the critical trade-offs between individual rescue efforts and recruiting staff with the requisite skills and temperament to succeed.

Technology Insights from Deloitte

CIOs are expanding and redefining their roles to include monetizing IT assets and encouraging innovation. To do so, they need strong, top-down support, an eye toward user experience, and an agile mindset, says Pat Gelsinger, CEO of VMware, Inc.

Creating and maintaining the right tone at the top is the bedrock of a robust ethics and compliance program. By clarifying and then carefully harmonizing the relevant roles of the chief executive officer, the board and the chief compliance officer, organizations can establish a tone at the top that truly binds the organization together.

Owen Ryan, CEO of Deloitte & Touche LLP’s Risk Advisory practice, discusses what companies and their boards are doing to address the growing number of risks, including adding new positions to oversee risk and using wargaming and scenario planning to build and test strategies. He also talks about the importance of looking for ways to use risk strategically and opportunistically in order to create and build value.

Companies are investing to improve their capabilities for managing reputation risk, according to the 2014 Reputation@Risk survey conducted by Forbes Insights on behalf of Deloitte Touche Tohmatsu Limited (DTTL). More than half (57%) of the 300 global companies surveyed say they plan to address reputation risk by investing in technology, such as analytical and brand monitoring tools. They also plan to improve their capabilities in crisis management and scenario planning.

With reputation risks gaining increasing attention, companies plan to address reputation risk by investing in technology, such as analytical and brand monitoring tools, to help strengthen their risk-sensing capabilities, according to the “2014 Reputation@Risk” survey of more than 300 executives, conducted by Forbes Insights on behalf of Deloitte Touche Tohmatsu Limited. They also plan to invest in data, including traditional media/negative mention monitoring, social media data, surveying and other data sources.

As social media applications multiply and regulation quickens to keeps pace, one thing remains clear: Reputation is a ranking strategic business issue—and an area of growing vulnerability. Learn how a high-level assessment of social media activities across the organization—and the creation of a well-defined social media strategy—can help prepare executive teams to tackle social media governance.

Concerns about the impact of security incidents on a company’s reputation are mounting among CEOs, boards of directors and risk executives, according to the results of a recent Deloitte Touche Tohmatsu Limited survey. Many of the executives who responded to the survey believe security poses greater reputational risks to their companies than product safety and customer service issues.

Creating and maintaining the right tone at the top is the bedrock of a robust ethics and compliance program. By clarifying and then carefully harmonizing the relevant roles of the chief executive officer, the board and the chief compliance officer, organizations can establish a tone at the top that truly binds the organization together.

Boards of directors are working hard to define and fulfill their risk governance and risk oversight roles and responsibilities. But given competing responsibilities, boards need to direct their risk oversight efforts toward the most productive areas and assist management in ways that most benefit shareholders and other stakeholders. Learn how boards can sharpen their focus on risk, as well as global practices regarding board-level risk committees.

Certain risk scenarios can pose a reputation risk for the company involved, where, the reputation risk is a byproduct of another business risk, such as ethics or security. Understanding the interconnectivity of reputation risk is essential to staying ahead of this critical issue. Learn about the growing threat of reputation risk and the steps leading companies are taking to address it.

Reputational risk is the top concern for senior executives, according to a new global survey of more than 300 major companies from Deloitte. Henry Ristuccia, global leader, Governance, Risk and Compliance Services, Deloitte Touche Tohmatsu Limited, discusses why reputational risk requires a fundamentally different approach from traditional risk management practices and steps organizations can take to manage reputational risk as part of the strategy-setting process.